Spatial Data Infrastructure (SDI) is an information...

Spatial Data Infrastructure (SDI) is an information infrastructure providing access and enabling interoperability among spatial information based on standards, policies, regulations and coordination mechanisms (Groot R, 1997). The methods for creating SDI undergone radical changes in the recent years like the shift from the product-led model or data-producer-led model to process-led model or data-user model, etc. However, there are some limitations challenging the SDI growth like the lack of standards to handle linked geospatial data, etc. The goal of this essay is to detail the concepts for the creation of an improved SDI in the year 2019. The intended SDI integrates the existing developments in the field to the relevant emerging trends†¦show more content†¦For example, services like WFS will now be Software as a Service (SaaS) as they offer functionality, such as spatio-temporal query. Similarly, processing services like WPS (Web processing Services) where the computation resources are provided via PaaS (Platform as a Service) and IaaS (Infrastructure as a Service). The benefits of using a cloud computing infrastructure from a networking perspective are standardized service interfaces between different clouds; the existing publish-find-bind pattern for service interaction can be reused. The SDI can incorporate data mining techniques that would help in creation of geospatial or aspatial relationships between data based on the ontology or geographic information. This would help recognize patterns in data and help us to find auxiliary information. †¢ People The future SDI would encourage the participation of public sector like government agencies, private sector like companies and citizens (Internet users). To increase the awareness of this SDI, there is some functionality in the SDI that benefits directly the end user and increases the ease of participation, like providing a set of applications related to day-to-day life. Willingness to share data should be cultivated with the help of public sector agencies, by giving them the confidence and belief. †¢ Policies and Institutional Arrangements The infrastructure supports a number of standards related toShow MoreRelatedReflection Paper On Sdi944 Words   |  4 PagesSDI REFLECTION PAPER The Strength Deployment Inventory (SDI) is a self-assessment tool designed to provide a picture of how one behaves or is motivated. After completing a series of questions, a personalized report was created mapping out my personal motivators into categories of Blue (concern for people) Red (concern for performance) and Green (concern for process). The purpose of this paper is to discuss the results of my SDI assessment and my observations about my motivations and behavior inRead More SDI Case Study Essay examples1591 Words   |  7 PagesSquirrel Defense, Inc. (SDI) was founded by Bo Haeberle, Glen Thomas and Ed Welsh in October 1998. The company manufactures and markets a high-end, squirrel resistant bird feeder called Solar Feeder. The solar feeder is a squirrel proof bird feeder that delivers a mild, non-lethal shock to a squirrel without delivering a shock to a bird using the feeder. It was a unique twist on typical bird feeders, because although it still resembled the usual bird feeder, it was used to house feed instead. Read MoreA Interview On The Sleep Disorder Institute ( Sdi )2037 Words   |  9 PagesMaor Mashiach Interview Write-Up #1 Mrs. Trombetta BQ: What is sleepwalking? Language Arts 8 1/26/15 Introduction †¢ Gary Zammit †¢ Doctor †¢ 12 years in the Sleep Disorder Institute (SDI) in NYC. †¢ 5:30-6:00 January 28, 2015. 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After a next couple years, the Squirrel Defense Initiative (SDI, Inc.) was co-founded by Ed and Bo in October of 1998. Developing the bird feeders (which actually look more like bird houses) into two designs, the company, now including their third partner Scott Wilson, estimated that the average cost of buildingRead MoreSweet Dreams Incorporated Case Study1268 Words   |  6 PagesIncorporated (SDI) utilizes two manufacturing plants both in North Carolina and South Florida to produce mattresses and box springs. SDI has encountered financial difficulty since the beginning of the 1990s that has been prolonged due to the ineffective strategies they have implemented. As the problem prolongs, the company is faced with potentially being forced to file for bankruptcy as it’s current, quick, and debt ratios, all have failed to meet the contractual limits of the agreement between SDI and FirstRead MoreCase Study on â€Å"Solar Feeder for Strategic Management948 Words   |  4 Pagesbefore competitors. 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Reagan himself did not like that the nation’s strategic doctrine was based on the threat of annihilating the whole population of the Soviet Union

Essay about Did the North Win the Civil War before it Began

Did the North Win the Civil War before it Began? I agree with the idea that the North had won the Civil War before it began to the extent of Lincoln’s conservative political stands. Trying to receive the favor of the South while winning in the North would require Lincoln to take neutral stands in heated political issues like slavery. It wasn’t really wan by the North until he broke away from these stands to enact the Emancipation Proclamation and turn the tides of war in favor of the North. â€Å"This Lincoln always publicly condemned the abolitionists who fought slavery by extra constitutional means – and condemned also the mobs who deprived them of their right of free speech and free press.† (Holfstadter, Lincoln and the Self-Made†¦show more content†¦It would be like a baseball team fighting to protect their right to play with footballs. The South’s dominating strategy in winning the civil war was attrition. They believed they could wear down the political will of the North if they held out long enough to make the Northerners tired and question value of the means to achieve the ends. Military stalemates, guerilla war tactics and inconclusive battles would help the South achieve this goal. â€Å"Confederate armies did not have to invade and conquer the North: they needed only to hold out long enough to force the North to the conclusion that the price of conquering the South and annihilating its armies was too high, as Britain had concluded in 1781 and as the United States concluded†¦Ã¢â‚¬  (Why Did the Confederacy Lose?, pg 117)The South really enjoyed McClellan’s performance in the Southern theatre with his tendency to retreat when he could have won. This was another helpful hand the South would need to cause attrition. In response, Lincoln knew he had to do two things to prevent attrition a nd win the war more quickly. He needed to fire McClellan, and shift the theme of the war in the view of the North so that it would not lose its thunder. He did this by issuing the Emancipation Proclamation and converting the war for unionism into the war for morality. TheShow MoreRelatedTo What Extent Do You Agree or Disagree with the Idea That the North H1086 Words   |  5 PagesI agree with the idea that the North had won the Civil War before it began to the extent of Lincoln s conservative political stands. Trying to receive the favor of the South while winning in the North would require Lincoln to take neutral stands in heated political issues like slavery. It wasn t really wan by the North until he broke away from these stands to enact the Emancipation Proclamation and turn the tides of war in favor of the North. This Lincoln always publicly condemned the abolitionistsRead MoreThe War Between The North And The South993 Words   |  4 Pagesbetween the North and the South. 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Formal and Informal Learning System †MyAssignmenthelp.com

Question: Discuss about the Formal and Informal Learning System. Answer: Introduction In todays scenario the organization relies on the performance of employees. The organizations workplace environment majorly impacts the performance level of employees. The major factors that the employees must have to increase their performance are their interpersonal desire, both emotionally and physically. The proper workplace environment for employees will help them to present in the office hours regularly and increase their performance and productivity in todays competitive scenario (Abbas et al., 2014). The factors which influence the workplace environment are physical environment, psychosocial factors and balance of work life. However, there are factors which negatively affects the performance of employees and they are improper infrastructure, dirty places, negligence by the upper management and others. How work environment effects employees performance? What are the factors that enhances employees productivity? The aim of this research is to analyze the effect of workplace environment on employees performance with emphasis on factors of working environment and employees performance. Conceptual Framework The physical environment majorly influence the behaviors and performance of the employees. The aspects of physical environment comprises of surrounding functionality and spatial layout that impacts the employees performance (Deery Jago, 2015). The spatial layout aspect is described as the layout of the of the work environment infrastructure such as arrangement of equipment, machinery and furnishings, and their shape and size. The spatial layout influences the conversation between the employees. The functionality is the other aspect that is described as the ability of the spatial layout to facilitate performance and achievements of the objectives. The physical environment of the workplace consists however, not limited to the satisfaction level, heating, ventilation and lighting (Lu et al., 2014). The broader perspective is to provide better office layout and impressive decors to improve the employees experience and thus better performance. The better space management and formal seati ng arrangements like chairs placed front-to-front encourages social interaction. This shows that employees will be more engaged in the working environment leading to better performance. The factor that is considered a predominant issues in workplace environment is psychosocial factor. The psychosocial factors refers to the communication between the working conditions and environment, functions, effort, family members and individual person (Reb, Narayanan Chaturvedi, 2014). The psychosocial factors consist of six major areas. This major areas are workload management, personal control of an individual over the job, a clear role and superiors and colleagues support. The other two are positive work relations, control over sense in the changing environment of workplace. The individual association of a person with the working environment helps to lower the stress level (De Been Beijer, 2014). The employees behavioral factors affects the performance of employees as it can lead to the varied nature and function of changes in job satisfaction. The job satisfaction is another factor that affects the individuals performance. The other factors of that positively or negatively impact the performance of employees are support from supervisor, styles of leadership and role consistency. The style of furnishings, dcor and physical symbols can be served as a symbolic feature to enhance performance of employees. The balance of work life is necessary to improve the performance of employees. The precise definition of work life balance is that the individuals spending adequate time at their jobs as well as in their personal life such as family and friends (Schilpzand, De Pater Erez, 2016). The balance of work life is an important need for an individual to have satisfied and better functioning at work and at home. This is required to balance emotional, temporal and behavior demands of responsibilities for self and family. The aspects to measure the balance of work life are conflicts or work life and extracurricular (Dane Brummel, 2014). The employees if unable to achieve balance in work life and personal life then this can result in decreasing performance of employees. The factors that helps to achieve better work life balance are part-time work and flexibility of work. The other criteria to measure the work life balance are as follows. The first criteria is extent to which employees feel sati sfied and successful in balancing their life both in terms of personal and work. The second criteria is the extent to which an individual faces conflict in balancing personal life and work life. Theory of foundation There are many theories that has been explained regarding the relationship between employees performance and workplace environment. The two factors which perfectly describes this study are Herzberg Two Factor Theory and Affective Events Theory. The Herzberg Two Factor Theory was introduced in 1959 by Frederick Herzberg. This theory explains the relation between employee performance and workplace environment. The two factors defined by Herzberg to decide the employees performance levels, work attitudes and hygiene factors. Herzberg states that intrinsic factor is considered as motivation factors which will maximize job satisfaction of employees. The extrinsic factor is considered as hygiene factors that prevent dissatisfaction of any employee. The theory of Herzberg states that improving the workplace environment helps to improve the performance of employees and motivates them to perform better (Alshmemri, Shahwan-Akl Maude, 2017). The major concentration of Herzberg is on the necessity of internal job factors that influence employees and motivate them to perform better. According to Herzberg, the opportunity for employees is to do planning, performing and assessing their work. The theory of Herzberg is considered to best f or motivating employees by intrinsic factors than any other factors. However, there are different opinions proposed by other scholars that the first two versions are not appropriate. The two versions of Herzberg Theory are not valid or supported by any proof of study according to other scholars. However, the two version does support the theory as all the theory has been outstandingly working without any disapproval (Manuti et al., 2015). The changing environment poses different requirements and hence, developing new methods for analysis will go long in the future. The Affective Events Theory was introduced in 1996 by Howard M. Weiss and Russel Cropanzo. This theory explains the relationship between internal influences of employees and their response to the events that occur in the work place environment, affecting their job satisfaction, performance and commitment to organization. The theory proposes that positive and negative incidents at workplace influences psychological impact on job satisfaction of employees. This results into long lasting reactions through satisfaction of jobs, employees performance and commitment to organization. The Affective Events Theory triggers affective responses among the employees and these responses influence workplace environment behavior and cognition (Cropanzano Dasborough, 2015). The Affective Events Theory is however, restricted to the events that occur internally in an organization. The theory considers the specific events and how they lead to behavioral and emotional responses in workplace environment. Factors of workplace environment The factors of workplace environment that may influence workplace environment positively or negatively to achieve maximum performance of employees. The factors are physical factors, workplace rewards, leadership or management style, training and development and balance of work life (Yoerger, Crowe Allen, 2015). The first factor is physical factors that include are infrastructure and arrangements of office equipment and materials. This factor gives comfort and hence leads to better performance of employees. The second factor is workplace rewards factors can be intrinsic or extrinsic. The intrinsic rewards are attaining their projects or completion of task whereas extrinsic rewards are pay, work condition, benefits fringe and security (Caruso, 2014). The third factor is reward factor influences the employee performance by helping them to enhance their skills and knowledge. This will help to motivate employees to increase their productivity. The fourth factor is leadership or managemen t styles factors where the leadership style of every manager has a noteworthy impact on staffs morale. The morale is an essential aspect in the performance of employees. The leadership styles such as motivational, influential and others affects the employees performance in terms of stress, job satisfaction and others (Leroy et al., 2015). Thus proper leadership style from the managers is necessary so that it cannot affect employees morale and help them to improve their performance. Factors affecting performance of employee The factors affecting the performance of employees individually and collectively can have either negative or positive impact. The factors for employee performance are motivation, culture of organization and commitment to organization (Hirsch, 2017). The first factor is motivation factor that encourages a persons desire to engage in organizational activity to increase their work performance. The motivation factors has two aspects and they are intrinsic and extrinsic. The intrinsic aspects are responsibility, developing skills, challenges in work, act of freedom and others (Shuck Reio Jr, 2014). The extrinsic aspects are monetary terms such as salary, promotion and benefits. The second factors is culture of organization where expected and acceptable organizational behaviors enhance the performance of employees. The third factor is commitment to organization where employee is bound to the rules and regulation of the organization where the employees are committed to their work. There have been various studies done in the past to show that environment of workplace has either positive or negative impact on employees performance. The workplace environment is perceived as environment where the employees will stay in the organization for long (Paill et al., 2014). This can be done only when the organization fulfil their social, extrinsic and intrinsic needs. Hence, the workplace environment has major role to impact employees performance. The secondary data collected from Forbes and CNBC, to find the effect of workplace environment on employees performance, factors affecting employees performance and factors of workplace environment. On Forbes website, the impact of physical workspace on employee performance have been provided with various ways to enhance workspace (Morgan, 2015). The four key areas identified are focus, collaboration, learning and socializing. The physical workspace requirement are small meeting rooms, co-working cafes and others. The CNBC website provides survey of workplace effect on employee which shows that 58% of employees require private spaces for solving problems (Belk, 2017). The other finding is that 54% of employees find their workplace environment distracting. This articles will be used to further to find out the needs and requirements of employees and what are their perspectives of an ideal workplace environment. The survey will help to understand the growing concerns of employees for th eir workplace environment and how to achieve an ideal workplace. From secondary data, we get information on what are the factors that impact the performance of employees in workplace environment. It shows that along with infrastructure of workplace, impact of surrounding people also helps to boost performance. The other finding is that employees need more privacy in workplace and lack of privacy affect their performance. The comparison for data from secondary sources and the findings from this research paper are as follows. The data collected from secondary data shows the analysis of employees and workplace environment in the current competitive scenario in a practical way. However, the findings of this report shows the analysis through theoretical factors and the more general factors for employees performance and workplace environment. The secondary data is practical as per the current organizational structures and functions whereas the research finding are theoretical and more general that has been from the past years. Gantt Chart Task Start Date End Date Duration (in days) Project Proposal 06/04/2018 26/04/2018 20 Literature Review 26/04/2018 13/05/2018 18 Data Collection 13/05/2018 19/05/2018 4 Data Analysis 19/05/2018 01/06/2018 12 Submission of final report 01/06/2018 21/06/2018 20 References Abbas, M., Raja, U., Darr, W., Bouckenooghe, D. (2014). Combined effects of perceived politics and psychological capital on job satisfaction, turnover intentions, and performance.Journal of Management,40(7), 1813-1830. Alshmemri, M., Shahwan-Akl, L., Maude, P. (2017). Herzbergs two-factor theory.Life Science Journal,14(5). Belk, W. (2017).58% of high-performance employees say they need more quiet work spaces.CNBC. Retrieved 6 April 2018, from https://www.cnbc.com/2017/03/15/58-of-high-performance-employees-say-they-need-more-quiet-work-spaces.html Caruso, C. C. (2014). Negative impacts of shiftwork and long work hours.Rehabilitation Nursing,39(1), 16-25. Cropanzano, R., Dasborough, M. T. (2015). Dynamic models of well-being: Implications of affective events theory for expanding current views on personality and climate.European Journal of Work and Organizational Psychology,24(6), 844-847. Dane, E., Brummel, B. J. (2014). Examining workplace mindfulness and its relations to job performance and turnover intention.Human Relations,67(1), 105-128. De Been, I., Beijer, M. (2014). The influence of office type on satisfaction and perceived productivity support.Journal of Facilities Management,12(2), 142-157. Deery, M., Jago, L. (2015). Revisiting talent management, work-life balance and retention strategies.International Journal of Contemporary Hospitality Management,27(3), 453-472. Hirsch, B. T. (2017). What do unions do for economic performance?. InWhat do unions do?(pp. 201-245). Routledge. Leroy, H., Anseel, F., Gardner, W. L., Sels, L. (2015). Authentic leadership, authentic followership, basic need satisfaction, and work role performance: A cross-level study.Journal of Management,41(6), 1677-1697. Lu, C. Q., Wang, H. J., Lu, J. J., Du, D. Y., Bakker, A. B. (2014). Does work engagement increase personjob fit? The role of job crafting and job insecurity.Journal of Vocational Behavior,84(2), 142-152. Manuti, A., Pastore, S., Scardigno, A. F., Giancaspro, M. L., Morciano, D. (2015). Formal and informal learning in the workplace: a research review.International journal of training and development,19(1), 1-17. Morgan, J. (2015).Forbes Welcome.Forbes.com. Retrieved 6 April 2018, from https://www.forbes.com/sites/jacobmorgan/2015/12/03/how-the-physical-workspace-impacts-the-employee-experience/#6421d6eb779e Paill, P., Chen, Y., Boiral, O., Jin, J. (2014). The impact of human resource management on environmental performance: An employee-level study.Journal of Business Ethics,121(3), 451-466. Reb, J., Narayanan, J., Chaturvedi, S. (2014). Leading mindfully: Two studies on the influence of supervisor trait mindfulness on employee well-being and performance.Mindfulness,5(1), 36-45. Schilpzand, P., De Pater, I. E., Erez, A. (2016). Workplace incivility: A review of the literature and agenda for future research.Journal of Organizational Behavior,37(S1). Shuck, B., Reio Jr, T. G. (2014). Employee engagement and well-being: A moderation model and implications for practice.Journal of Leadership Organizational Studies,21(1), 43-58. Yoerger, M., Crowe, J., Allen, J. A. (2015). Participate or else!: The effect of participation in decision-making in meetings on employee engagement.Consulting Psychology Journal: Practice and Research,67(1), 65.